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Similaire à Greg Richards "Why events are placed in the centre of strategies for change in cities"
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Greg Richards "Why events are placed in the centre of strategies for change in cities"
- 1. Greg Richards Why events are central to strategies for change in cities
- 2. The Challenges for Cities • Growing competition – need to attract attention • Need for distinctiveness • Governance • Cohesion • Direction • Sustainability
- 3. Evolving models of the city Preindustrial city Industrial city Managed city The postmodern city The entrepreneurial city The creative city The eventful city
- 4. The city has shaped events, and events have shaped the city
- 5. The Eventful City Richards and Palmer (2010) • Increasing use of events as policy tools in postmodern cities • Events have become catalysts for urban transformation and regeneration • Events have become more significant with the rise of the ‘network society’
- 6. Eventful city definition • An eventful city purposefully uses a programme of events to strategically and sustainably support long-term policy agendas that enhance the quality of life for all.
- 8. Aims of the city Quality of life Programming the city Event outcomes Management of the event Aims of the event Event management Event management is the process by which an event is planned, prepared and produced. it encompasses the assessment, definition, acquisition, allocation, direction, control, and analysis of time, finances, personnel, products, services and other resources to achieve objectives. Managing the eventful city Managing resources and stakeholders to achieve the objectives of a city or region as a whole
- 9. Major festivals per city 0 100 200 300 400 500 600 Shanghai Mumbai Hong Kong Berlin Johannesburg Buenos Aires Istanbul Montreal Toronto London Los Angeles Amsterdam Seoul New York Sydney Bogata Paris Rio de Janeiro Tokyo
- 10. Management tasks in the eventful city • Coordinating a programme of events. • Dealing with a wide range of event stakeholders, both direct and indirect. • Creating structures for accountability. • Increasing the accessibility of events. • Ensuring equitability in event organization and participation. • Ensuring event sustainability. • Ensuring compatibility between the objectives of individual events and the objectives of the city.
- 11. Strategic options in eventful city development • Event focussed • Sector focussed • Network focussed
- 12. Event focus • Events unit/department • Service provision for event organisers • Bidding for events • Event stakeholders • Government • Edinburgh Festivals
- 13. Sector focus • Leading sectors – econòmic, cultural, social • Broad mix of stakeholder groups, centred around leading sectors • Governance • Antwerp • Rotterdam
- 14. Network focus • Positioning the city in global networks • Developing field configuring events • City as ‘switcher’ • Den Bosch • Barcelona
- 15. Event focus • The City of Edinburgh Council’s Festivals Strategy • Economic Impact Evaluation of Edinburgh’s key Festivals • Thundering Hooves Report (2006) • 2012 evaluation • Thundering Hooves 2.0 (in progress)
- 16. Organisation created in 2007 by the 12 major festivals to lead a joint strategy and maintain their global competitive edge. Mission • to act on behalf of and represent the collective strengths of the Edinburgh Festivals • to develop and deliver collaborative projects and initiatives which support growth, product development, leadership and audiences • to help sustain the Festivals and Edinburgh and Scotland’s pre- eminence as the world’s leading festival destination. •
- 17. OUR MAJOR FUNDERS City of Edinburgh Council Creative Scotland EventScotland Missions Models Money Scottish Enterprise Scottish Government VisitScotland Growth Fund
- 18. Making Edinburgh a distinctive city
- 20. 0 1,000 2,000 3,000 4,000 5,000 6,000 1990 1996 2005 2010 Economic impact – number of FTE’s
- 21. Eventfulness in Edinburgh Events-led, public sector supported Collaborative action can be successful Research is important to make the case Events have a wide range of effects – important to build up a portfolio of different types of events
- 22. Rotterdam – festival city?
- 23. Role of Rotterdam Festivals • Arms length organisation • Support to events • One stop shop for organisers (except for sport) • Events calendar • Events knowledge centre
- 24. Mission and vision • Mission Rotterdam Festivals coordinates event policy in Rotterdam and stimulates cultural participation by Rotterdammers. We provide a characteristic festival offer and a broad public for culture in Rotterdam • Vision and ambition Rotterdam is a city with a distinctive, varied supply of internationally renowned events. Events supported by Rotterdammers, deeply rooted in the city and which profile Rotterdam nationally and internationally as a city with its own identity with a high quality of life. The city and its inhabitants form the most important inspiration for evetns in Rotterdam. These events together tell the story of Rotterdam.
- 25. Policy – deeper in the city, further in the world (2009) • Underlying policies – quality of life, internationalisation • Higher return on festivals • Stronger base, more focus – an attractive city with a clear identity • Stronger international profile
- 27. Festivals subsidies (million euros) 0 1 2 3 4 5 6 7 8 9 2007 2009 2011
- 28. Linking sectors together • Space – street food, waterfronts • Time - events • Icons - markets
- 30. Den Bosch The art city without pictures
- 31. The search for meaning
- 32. Bosch as creative inspiration
- 33. 500th anniversary of Bosch’s death in 2016
- 34. Cultural production Peter Greenaway film JHERONIMUS opera Bosch Requiem
- 35. Developing experiences for visitors and residents Different cultural activities aimed at different target groups Gastronomy – low access threshold Contemporary art – select target group of makers Bosch Parade – linking the city via the water, bringing art into public space, stimulating creative participation.
- 36. Merchandising
- 39. From events to placemaking • Events and eventfulness are tools for the city • Events help to make the relationships possible that underpin growth in the knowledge economy • Effective collaboration requires a combination of the basic elements of placemaking: Materials, Meaning and Experience.
- 42. Conclusions: Shaping the eventful city Political will Culture Strategy Stakeholders Economy Space
- 43. What makes a successful eventful city? Taking risks Being innovative Linking the local and the global Making creative spaces Creating new rituals
Notes de l'éditeur
- Experience Culture Norway is a collaboration between Norwegian Festivals, Visit Oslo, Norwegian Concert organizers and Knowledge Administration - National Center for cultural industries. The purpose is to find concrete solutions on how cooperation and interaction between cultural industries and tourism can be further developed for the common good. The project is funded jointly by the participants and the Arts Council through the "Support scheme for Culture Industries". VisitOSLO has the role of national pilot and, together with Norwegian Festivals and Norwegian Concert organizers, invited some thirty cultural and tourism businesses to participate in the project. In the autumn of 2015, they develop a joint action plan for 2016 in close cooperation with Visit Oslo. There they will define the level of ambition and reach concrete proposals for market measures (incl. Also for distribution and sales), as they wish to undertake jointly. The national transfer value to other destinations is the methodology and organization of cooperation process.
- However, the developments in Brabant provide inspiration for this analysis in more ways than one. BrabantStad is the home of Heronymous Bosch, the fantasy-rich depicter of heaven, hell and earthly delights. One of the devices that Bosch and his contemporaries were fond of in their representations of such universal themes was the tryptic; panel paintings with three sections. In paintings such as The Garden of Earthly Delights and The Haywain, Bosch was able to create triadic images combining: